Billabong International Inc Issues - Example

Marketing Plan: Billabong International Inc Name: Lecturer: Course: Date: Executive Summary Billabong’s corporate objectives include commitment to protection and enhancement of its brands, manufacturing relevant designs and expanding product range in youth fashion markets and boardsports. Despite this, the company has faced challenges in meeting the objectives, due to the low sales and profits, over the last three years. At the same time, the promotion atmosphere has not been favourable or responsive to Billabong’s high-quality products, such as the casual wear that are in stylish shades. The company has experienced stagnated growth over the last three years due to declined demand for its fast fashion clothing and accessories and shift towards sustainable products. Billabong has been slow to follow the industry trends. This marketing plan proposes a three-year marketing strategy for a new cost-effective and eco-friendly t-shirts called ‘green t-shirts. The marketing campaign will aim at reaching the targeted audience of metropolitan male and female, aged between 15 and 45 years in Australia, who may have some degree of family responsibility and interests in sports and travelling. They will be reached through national advertising, consumer promotion, internet and in-store programs. The group should also like to be associated with premium products, although they may not be willing to pay the premium price for particular products. From the Pestle and SWOT analysis, it is indicated that in addition to increasing competition in the apparel industry, the exponential technological development has shifted much power to the customers. Correspondingly, the company has to confront the threats to commoditisation in the industry. At the same time, the company has to maintain its current and future Generation Y expectations, which forms the largest bulk of its consumer base, to satisfy their current and future expectations. The company’s marketing initiatives should also seek to distinguish between its products from those of the competitors. Effective marketing strategies will improve the company’s revenue base. Table of Contents Executive Summary 2 Table of Contents 3 Situation Assessment 5 The external environment: 5 Pestle Analysis 5 Billabong SWOT analysis 6 Strategy formation 7 Segmentation 8 Demographic segmentation 8 Geographic segmentation 9 Psychographic segmentation 9 Analysis 10 Targeting: evaluations of market segment 10 Positioning 11 Analysis and proposed marketing message 11 Implementation 12 The Marketing Mix Plan 12 Product Strategy 12 Distribution strategy 12 Pricing strategy 13 Promotion strategies 13 Implementation 14 Survey analysis 14 Sales and revenue Forecast 15 Budget for Integrated media 16 Television and radio 16 Online ads 16 Additional Marketing 17 Conclusion 17 Recommendations 18 References List 20 Introduction Billabong International Inc is an Australia-based multinational clothing company with global operations. Currently, the company’s merchandises are licensed and sold in over 100 nations globally. Billabong’s core businesses comprise manufacture and sale of boardsports items, wetsuits, clothing and eyewear, which are available in more than 1,000 stores worldwide (Billabong 2012; Billabong International Limited 2013). Billabong’s corporate objectives include commitment to protection and enhancement of its brands, manufacturing relevant designs and expanding product range in youth fashion markets and boardsports (Billabong 2013). Despite this, the company has faced challenges in meeting the objectives due to the low sales and profits over the last three years. At the same time, the promotion atmosphere has not been favourable or responsive to Billabong’s high-quality products, such as the casual wear that are in stylish shades (McMahon 2012). The company has experienced stagnated growth over the last three years due to declined demand for its fast fashion clothing and accessories. In the financial year-ended 2013, the company made declined earnings totalling $859.5 million, with its worldwide sales plummeting by 13.5% (Greenblat.com 2013). The marketing plan is based on the findings of life-cycle assessment of Billabong’s products, which suggest that the products are not at par with customer expectations and industry trends, which has placed emphasis on product stewardship. Industry experts have determined that the slump was encouraged by Australia’s Product Stewardship Bill that was passed in 2011 to promote shared responsibility of product impact between the manufacturers and the consumers with the view of mitigating environmental impacts. Current studies also indicate that the targeted audience of sports-minded consumers and suppliers of sportswear prefer informal environmentally friendly clothing (Weller 2007). Based on this premise, this marketing plan proposes a three-year marketing strategy for a new cost-effective and eco-friendly t-shirts called ‘green t-shirst. The t-shirts are made from environmentally-friendly fibres and fabrics produced from organically growth thread. This is expected to secure additional revenues for the company to hedge declining revenues (Hook 2009). Over the next three years, the company will manufacture and sell the ‘green’ t-shirts to take advantage of the newer segment of environmentally conscious customers. Situation Assessment The external environment: Pestle Analysis Political environment: Liberal-capitalist democracy is predominant in Australia, where the parliament has enacted liberalised trade policies to open the market to imported apparel. This means that Billabong products are not protected from low-cost competitive imports, especially from China. Economic environment: Australia also faces high interest rates and unemployment rates, meaning less people go for luxuriant and high price products. This shows a potential for low purchasing power for Billabong products. The rise in income in neighbouring South America and East Asia, however, offers new market opportunities for Billabong products. Additionally, Australia is a major trading partner to developed nations with high purchasing power, namely United Kingdom, United States, Sweden and Japan (Weller 2007). Emerging nations such as China has also provided strategic markets for Australian goods. The Australian economy has, however, stagnated. Industry experts have apportioned the blame to the high Australian dollar, which has negatively impacted earnings from exports. Australian consumers have also been affected by the high Australian dollar, as it has reduced their purchasing power. Australia has a large cheap labour market based on the ever increasing number of immigrants. This increases the potential for cheap labour to market the ‘green’ t-shirts (Australian Retail 2012). Social environment: More Australians are becoming environmentally conscious, hence prefer eco-friendly living. Due to the country’s huger geographic expanse, people live at a distance from each other and therefore depend on technology to communicate and shop. The Australian society is committed in ensuring ethnic and racial inclusion because of the country’s diverse cultures, from around the world (McMahon 2012). Increased preferences for sports activities, such as surfing, skateboarding and light exercises also imply a potential market for the green t-shirts. Technological environment: Australia depends greatly on technology in almost all aspects of life. In commerce for instance, the nation is among the most connected on the internet, resulting to the thriving e-commerce (estimated at $2.3 billion). This shows the potential of achieving high response and sale when the eco-friendly t-shirts are sold and distributed using Billabong’s e-commerce sites. Legal background: Australia has relatively business-friendly legal framework and institutions that ensure certainty in doing business in the country. For instance, starting a business in Australia has few legal requirements and can take just two days, in comparison to an average of 20 in other developed nations. This has triggered influx of foreign investors and companies into the country. This implies a potential for growth of competitors in the industry. Environmental: The rising pollution of beaches has discouraged people from engaging in water sports and activities, such as surfing or scuba diving. This implies high market potential for the green t-shirts. Billabong SWOT analysis Strengths: Billabong is a universally accredited and reputable brand renowned for revolutionising the sports and casual wear industry. Billabong also benefits from brand loyalty, specifically in Australia, Western Europe and North America. The company also employs high technology in manufacturing quality standards, which ensure high end customer satisfaction and first-degree price discrimination and environmentally sustainable supply chain globally. Billabong has established strategic relationships with firms in countries with beach and winter sports, such as Sweden, United States and Switzerland. Billabong operates e-retail websites called SurfStitch.com for its European and Australian and Swell.com for North America. Both sites have rapidly assumed market-leading positions (Bradstreet 2014). Weaknesses: Billabong products are viewed to be luxurious high-end products. Hence, has a limited market segment. Opportunity: Billabong’s e-commerce sites Swell.com and SurfStitch provide an opportunity to increase the customer base beyond Australia, Europe and North America (Bradstreet, K 2014). This is since rapid technological and increase in use of interactive mobile devices has altered the consumers’ purchasing patterns to favour use of ecommerce. Threats: Billabong manufacturing is substantially fragmented with tens of product ranges, with more of its manufacturing done outside Australia. The company may face difficulties in coordinating its supply chain. Consumer spending in Australia is weakening particularly on purchasing luxuriant or discretionary goods, such as high-end apparel. Cost of doing business is expected to rise in Australia due to rise in labour cost, which may pressure the company to increase price of products. Current marketing trends have seen the sustainability agenda predominate, with more customers opting for eco-friendly wear (Deloitte 2013). Strategy formation The current trends in products design have reduced Billabong’s profitability. This justifies the needs for eco-friendly products that respond to customer needs and behaviours. Indeed, Billabong has been met with low sales, which would aggravate unless the company makes some significant changes in its services and good design (Australian Retail 2012). In response, the company should seek to add new product range that matches customer demands and preferences. At the same time, the company should exploit the new opportunities offered by e-commerce. Additionally, the Australian apparel industry has substantially evolved over the past two decades. The changeful dynamics of the industry have compelled retailers to seek strategies that promote flexible and low-priced quality designs, speedy markets and the vital strategies to sustain profitability over an extremely demanding market (Shen et al. 2013). Segmentation Within this target group, there are no colour barriers. Additionally, customers come from diverse backgrounds. The Billabong customer consists of an all-rounded person who can fit in any environment and is ready to pay a premium price for a high-end eco wear. Demographic segmentation In demographic segmentation, customers are divided into different segments basing on their values such as gender, age, income, family lifecycle, and educations. In Australia, age and life cycle determines consumption of fashion wear. Like most Western markets, the Australian apparel industry is greatly fragmented and segmented in terms of income strata, as well as in other segments such as aesthetic preferences, age, gender and body size. Due to the country’s expansive geography, Australian consumers spend comparatively higher percentage of their household income on communication, transportation and housing. ABS statistics for 2006 indicated that three lowest income group spend an average of about $13, $20 and $41 on clothing. The upper group spend some $46 and $67 each week. It is only the highest income group whose weekly spending on household surpasses that on cigarettes and alcohol. Some experts in the apparel industry have argued that the proportion of expenses has declined over the last decade due to real price deduction linked to the trade liberalisation, in addition to the emergence of must-own items, such as mobile phones and iPods. The target group should therefore have disposable income. Due to the country’s moderate climate and casual lifestyle, Australians spend less on clothing compared to other Western economies. For instance, in the financial year 2005-2006, the average turnover for the apparel retail stores was approximated at $10.1 billion. This implies that after addition of the sale of clothing in department stores, nearly $14 billion is spent on clothing every year. Geographic segmentation In geographic segmentation, customers are divided into different segment based on their places of residents, cities, regions or countries. Given Australia’s expansive geography, the customers’ purchasing behaviour is influenced by places where they work and live. People have preferred using technology for communication. Indeed, the increased popularity of online shopping among Australians, specifically the youth has created challenge to the traditional brick-and-mortar retailing (Australian Retail 2012). Psychographic segmentation In psychographic segmentation, people are divided based on their values, attitudes, interests, opinions and lifestyles. Psychographic segmentation can predict the customer preferences for the eco-wear. Over the last decade, the apparel industry in Australia has changed due to the changes in the environment. Consumers have started to favour more sustainable fashion, which is a component of the greater trend of sustainable design where products are manufactured with consideration of the social and environmental impact it may possess during the course of its lifespan (Bhardwaj & Fairhurst 2009). The Australian fashion industry has revolved around casual and relaxed appearance of individuals it designs for, in addition to their love for outdoor activities. Additionally, it reflects a multi-ethnic and multicultural society. Recent industry showed that most Australian youth tend to be comfortable in t-shirts while at the same time they appreciate highly innovative fashion. Additionally, a recent global industry survey of 2.5 billion customers by BBMG (2013) found that 98 percent of the customers favour responsible shopping. At the same time, some 58 percent of the customers prefer brands that appear as acting in the society’s best interest (Trendwatching.com 2014). Analysis From the Pestle and SWOT analysis, it is indicated that in addition to increasing competition in the apparel industry, the exponential technological development has shifted much power to the customers. Correspondingly, the company has to confront the threats to commoditisation in the industry. At the same time, the company has to maintain its current and future Generation Y expectations, which forms the largest bulk of its consumer base, to satisfy their current and future expectations. This also means that the company experiences intensified competition, loss of control over customer relationships and threats to commoditisation. Effective marketing strategies will improve the company’s revenue base. The company’s marketing initiatives also seek to distinguish between its products from those of the competitors. Targeting: evaluations of market segment The target group should be male and female persons aged between 15 and 45 years. They are likely to be students, working class, married or unmarried and who may have some degree of family responsibility and interests in sports and travelling. Those targeted also include individuals who are either middle- or upper-income earners or environmentally aware groups. They should, however, be classifiable in the AB socio-economic bracket in Australia. The target groups should be interested in eco-friendly products, as well as capable of affording them (Belch & Belch 2003). They target groups should also like to stone climb, surf, ride on horses, ski, snowboard, engage in skateboarding and hike, or just prefer casual wear. In sum, they should like to engage in outdoor activities. The household earnings should vary between $40,000 and $120,000 annually. In spite of their rather relaxed earnings, the targeted group are more price-aware and tend to seek value in their purchases. Regardless of their age, they live effective lifestyles. Additionally, they should generally be tech savvy and prefer to spend at least 30 minutes online each day. The group is also status-oriented although not absolutely so. The group should also like to be associated with premium products, although they may not be willing to pay the premium price for particular products (Dolnicar 2008). Positioning Product position involves how marketing technique are leverage to present products in the market and in response to competitors. Positioning by use of high price strategy is suggested for the ‘green’t-shirts’, where the product will be charged at high price as compared to competitor brands, so as to give it a perceived value. It is expected that since the targeted consumer tend to value high quality products, or willing to pay more, the high price will work towards this end (Larsen 2010). Positioning by distribution is also suggested for sale of the ‘green’ t-shirts. The new product will be positioned in Billabong as high quality products by selling and distributing them through speciality shops, pro shops and other high-end shops, where the target audience are likely to hang out or window-shop. This will enable the customers to believe that they are top-of-the-range designs. The company will also position the product as a sustainable product, with eco-friendly features. Currently, the Australian apparel industry is yet to have major players deal in eco-friendly high-end fashion (Shen, D, Richards, J & Liu, F 2013). Therefore, there are no players and Billabong could position itself as a pioneer. Billabong could also exemplify itself through corporate involvement in societal issues, such as campaigning for environmental sustainability using the ‘green’ t-shirts. Ultimately, the t-shirts may transform into a must buy item for social activists and individuals who promote the idea of environmental sustainability. Analysis and proposed marketing message The marketing campaign will aim at reaching the targeted audience within the geographic and psychographic segment through national advertising, consumer promotion, internet and in-store programs with the view of informing them and advising them on the “importance of going ‘green’, as well as how Billabong is a caring partner and how its eco-friendly products are fashionable, reliable, high quality”. The message should depict the natural environment as having been degraded by man’s activities, the adverse effects of climate change and why going green will save the environment for current and future generation. It should as well have tongue-in-cheek humour to resonate well with the audience. Implementation The Marketing Mix Plan Product Strategy Billabong currently offers a range of first-rate outdoor clothing and accessories, such as boardsports items, wetsuits, clothing and eyewear. They all have the company’s logo. The company will have to research popular shades of colour for its eco-friendly products and allocate them names that customers will enjoy, such as cactus green, sunrise pink or sunset red. Over the next three years, Billabong should allow the customers to have personalised eco-friendly outfits. For instance, the customers can add their motto to complement the company logo. Additionally, old catchphrases used for the conventional products should be retired for new ones. This strategy will keep the eco concept fresh as well as prevent its likely dilution with Billabong’s extensive product range. Distribution strategy A critical success factor for the eco-friendly products will be distribution. To this end, preferred distribution channels include internet stores, apparel speciality stores and department stores. Currently, Billabong is marketed in local, regional, and international specialised stores strewn across the globe. Thus far, Billabong is yet to be distributed by outfit chains and sports gear chains that operate internationally. Additionally, the sale of Billabong products at specialised stores is dictated by the season and climate. For instance, winter sports wear sell most during winter. Additionally, the company acquires much of its information on the market trends from various geographic areas and from its suppliers. The company can also make use of its two major websites, Swell.com and SurfStitch.com to offer personalised production online in order to distinguish between special offers and ship special offers. Marketers create distribution strategies to ensure that the products are made available in the market in the right quantity and at the right place and time. Billabong can effectively ensure this, because of its global network of suppliers and supply chain. Billabong communicates with its suppliers and customers about its products using a range of ways. Information on Billabong and its products is accessible online, and through direct mailing. The company depends on word-of-mouth, where it dispatches its sales representative to persuade retailers to stock the products in their stores. This can help convey the message of eco-friendly products to show its unique attributes and to interact with it. Billabong will use the internet, retailers, and its direct sales workforce to deliver the eco-friendly products to the customers because of their minimal capital requirement and convenient access to recognized distribution channel. Billabong will build a sales workforce in charge of generating sales leads nationally and regionally. They will also be tasked with creating relationships with the retail stores. Pricing strategy In order for the ‘green’ t-shirts to reflect uniqueness and quality, they will be priced at high end. Studies have indicated that when mark-up price is given to new innovative brands, customers tend to show willingness to purchase the products at the premium price. This is because of the quality guaranteed and the perceived value associated with the product. Promotion strategies The company expects to establish itself as a significant brand that stands for quality apparel and accessories. Billabong’s sales strategy should essentially be listening to the customers’ eco-friendly needs and in return offering understanding of the needs and assurance. The target audience can be reached effectively using different strategies such as: Using the company’s e-commerce sites Advertisement of the company’s new eco-friendly products in Australian and foreign-based trade publications Creation of brochures to be distributed through retail stores and partner firms Direct selling of the products to corporate clients Direct mailing of newsletters and brochures via the internet to target audience. Implementation The targeted market is segmented into demographics and psychographics. For the marketing campaign, the target market consists of the target segment in addition to the particular prospects. At the same time, competitive benefits make up what the product will deliver meaningfully using an all-inclusive message to the two market segments. In principle, the objectives of the marketing campaign are focused on informing, persuading, and reminding the segments of the eco-products and Billabong’s objective of selling sustainable products and using sustainable manufacturing practices. For instance, direct marketing will centre on attracting leads and optimizing short term leads. On the other hand, the public relations will centre on promoting non-paid publicity. Survey analysis To determine the effectiveness of the proposed promotional campaign, primary data was needed. The questionnaires asked the participants the message they would like to perceive from the eco-friendly and sustainable t-shirts items. The results of the question are showed in Table 1. Table 1: survey of customer perceptions Key message anticipated Target market frequency Target market percentage eco-friendly and sustainable 15 30% Fashionable 11 22% Reliable wear 9 18% High quality 6 12% Fashionable 5 10% Billabong is caring partner 4 8% Total 50 100% An estimated 30% of the respondents said they would like to see a message that promotes environmental sustainability. Another 11% said they would perceive the products as reliable. This implies that the proposed positioning message that depicts the “importance of going ‘green’, as well as how Billabong is a caring partner and how its eco-friendly products are fashionable, reliable, high quality” is consistent with the objective of attaining the message about the product and its effects on the targeted audience. Billabong's marketing strategy has been essentially involved the use of high price integrated marketing and communications tools, with emphasis on using television, radio, print, online and onsite or outdoor advertising. The basis of this has been to grab the attention of the customers to persuade them to make purchases. Considering the nature of the eco-friendly t-shirts, using such strategies would be essential if the company has to realise its objective of achieving high sales and increasing customer loyalty. It is hoped that the communication strategy will effectively communicate the messages intended for the audience and to position the product favourably in the market. Sales and revenue Forecast It is expected that the sale of the ‘green’ t-shirts will increase in over the next three years. Assuming that the rate of client retention is 90-92% each year, the total sales will shoot up to become the company’s typical brand. This is premised on the industry findings that have estimated that the apparel sector will remain stable over the next five years. Table 2: Estimated ‘Green’ t-shirts’ Financial forecast for the first three years 1st year 2nd year 3rd year Marketing expenditure 1,782,400 2,400,000 2,600,000 Production cost/ other expenses 1,200,000 1,800,000 2,100,000 Revenue 6,000,000 7,500,000 8,800,000 Net profit 3,017,600 3,300,000 4,100,000 The estimated revenue from the sale of ‘green’ t-shirts is estimated at $6,000,000. The estimated net profit is approximated at $3,017,600. The revenues are expected to rise to $7,500,000 in the second year with a corresponding net profit of $3,300,000 (Table 2). The increase in sales is expected to rise since more customers will be more aware of the ‘green’ t-shirts. Additionally, the company will have expanded across the region, and globally. This also means that marketing expenses will increase from $1,782,400 to $2,600,000 in the third year. Revenue from sales is expected to peak at $6,000,000 in the third year. Budget for Integrated media Four main communication mix used include personal selling, advertising, public relations and sales promotion. The four should be implemented with consideration of the idea that marketing in the modern era should not be unilateral (Bakers 2005). Instead, the message of the “importance of going ‘green’, as well as how Billabong is a caring partner and how its eco-friendly products are fashionable, reliable, high quality”. Feedback would in this case imply positive customer response, shown through purchase of the products. With this in mind, the marketing tools proposed include use of social media, strategic websites, email alerts, billboards, radio, television and newspapers. Television and radio Television and radio should be used in advertising the eco-friendly products since a higher percent of the targeted customers use at least radio or television. Publicising the product is critical in informing the audience of the product, its features and where it is available. Radio and television should be used to advertise the products across Australia. By receiving considerable coverage from the two mainstream media, it is expected that a significant number of the targeted customers will receive the message at the same time. Both radio and television ads should run for 50 seconds. Estimated cost for the two is $90,000 and $1,080,000 for the whole year (See table 1). Online ads The internet should as well be used to send the message to the youth in Australia and regionally. Use of search engine optimization (SEO) strategies will increase visibility on search engines for internet users in Australia and regionally. Strategic websites across Australia should be used by paying for banners that link to Billabong’s website for eco-friendly products. Since Billabong has thousands of followers and friends on Twitter and Facebook respectively, such social media platforms will be used to the target audience. The estimated cost is $11,500 per month and $138,000 per year. Additional Marketing Billabong’s name and logo should appear on banners during fashion events and various other events in Australia for more exposure. The estimated cost is $5,000. Ahead of launching the eco-friendly products, press releases should be sent to some 200 national press contacts across Australia and regionally. Australian local magazines and newspapers should as well be used. The overall estimated cost is $24,500 and $294,400 per year (Table 3). Table 3: marketing campaign Budget Conclusion The current trends in products design have reduced Billabong’s profitability. Billabong has faced challenges in meeting its corporate objectives due to the low sales and profits over the last three years. At the same time, the promotion atmosphere has not been favourable or responsive to Billabong’s high-quality products (Weller 2007). Analysis of the Australian apparel industry shows that it has substantially evolved over the past two decades. The changeful dynamics of the industry have compelled retailers to favour flexible and low-priced quality designs and speedy markets and the vital strategies to sustain profitability over an extremely demanding market. Billabong has been slow in responding to the changes. From the Pestle and SWOT analysis, it is further indicated that in addition to increasing competition in the apparel industry, the exponential technological development has shifted much power to the customers. Based on this premise, this marketing plan proposes a three-year marketing strategy for a new cost-effective and eco-friendly t-shirts called ‘green t-shirts. marketing campaign will aim at reaching the targeted audience within the geographic and psychographic segment through national advertising, consumer promotion, internet and in-store programs with the view of informing them and advising them on the “importance of going ‘green’, as well as how Billabong is a caring partner and how its eco-friendly products are fashionable, reliable, high quality”. The message will depict the natural environment as having been degraded by man’s activities, the adverse effects of climate change and why going green will save the environment for current and future generation. Recommendations Over the next three years, the company will manufacture and sell the ‘green’ t-shirts to take advantage of the newer segment of environmentally conscious customers. Correspondingly, the company has to confront the threats to commoditisation in the industry. At the same time, the company has to maintain its current and future Generation Y expectations, which forms the largest bulk of its consumer base, to satisfy their current and future expectations. Effective marketing strategies will improve the company’s revenue base. The company’s marketing initiatives should also seek to distinguish between its products from those of the competitors. The target group with the ‘green’ t-shirts should be male and female persons aged between 15 and 45 years. They are likely to be students, working class, married or unmarried and who may have some degree of family responsibility and interests in sports and travelling. The group should also like to be associated with premium products, although they may not be willing to pay the premium price for particular products. Positioning by use of high price strategy is suggested for the ‘green’ t-shirts, where the product will be charged at high price as compared to competitor brands, so as to give it a perceived value. The company should also position the product as a sustainable product, with eco-friendly features. Positioning by distribution is therefore suggested for sale of the ‘green’ t-shirts. The new product will be positioned in Billabong’s as high quality product. This will enable the customers to believe that they are top-of-the-range designs. References List Australian Retail 2012, Clothing Retailing in Australia Industry Market Research Report Now Updated by IBISWorld, viewed 9 July 2014, http://australianretail.com.au/clothing-retailing-in-australia-industry-market-research-report-now-updated-by-ibisworld/ Baker, M 1998, Marketing: Managerial Foundations, Macmillan Education AU, New York. 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Shen, D, Richards, J & Liu, F 2013, "Consumers’ Awareness Of Sustainable Fashion," The Marketing Management Journal vol. 23, Iss. 2, pp.134-147 Weller, S 2007, Retailing, Clothing and Textiles Production in Australia, Working Paper No. 29 Centre for Strategic Economic Studies Victoria University October 2007 Read More